Editing Theory X and Theory Y (section)

== Theory X ==

Theory X is based on negative assumptions regarding the typical worker. This management style assumes that the typical worker has little ambition, avoids responsibility, and is individual-goal oriented. In general, Theory X style managers believe their employees are less intelligent, lazier, and work solely for a sustainable income. Management believes employees' work is based on their own self-interest.<ref name=":32">{{Cite journal|last=Fischer|first=Elizabeth|date=October 1, 2009|title=Motivation and Leadership in Social Work Management: A Review of Theories and Related Studies|journal=Administration in Social Work|pages=356}}</ref> Managers who believe employees operate in this manner are more likely to use [[Transactional leadership|rewards or punishments]] as motivation.<ref name=":32" /> Due to these assumptions, Theory X concludes the typical [[workforce]] operates more [[Efficiency (economics)|efficient]]ly under a hands-on approach to management.  Theory X managers believe all actions should be traceable to the individual responsible. This allows the individual to receive either a direct reward or a reprimand, depending on the outcome's positive or negative nature. This [[managerial style]] is more effective when used in a workforce that is not essentially motivated to perform.

According to McGregor, there are two opposing approaches to implementing Theory X: the hard approach and the soft approach.<ref name=":02">{{Cite web|url=http://www.netmba.com/mgmt/ob/motivation/mcgregor/|title=Theory X and Theory Y|last=NetMBA.com|website=www.netmba.com|access-date=2018-04-12}}</ref> The hard approach depends on close supervision, intimidation, and immediate punishment.<ref name=":42">{{Cite journal|last=Hattangadi|first=Vidya|date=December 2015|title=Theory X & Theory Y|url=https://www.ijrra.net/Vol2issue4/IJRRA-02-04-06.pdf|journal=International Journal of Recent Research Aspects|volume=2|pages=20–21}}</ref> This approach can potentially yield a hostile, minimally cooperative workforce and resentment towards management.<ref name=":32" /> Managers are always looking for mistakes from employees, because they do not trust their work.<ref name=":32" /> Theory X is a "we versus they" approach, meaning it is the management versus the employees.<ref name=":32" />

The soft approach is characterized by leniency and less strict rules in hopes for creating high [[Employee morale|workplace morale]] and cooperative employees.<ref name=":02" /> Implementing a system that is too soft could result in an entitled, low-output workforce.<ref name=":02" /> McGregor believes both ends of the spectrum are too extreme for efficient real-world application. Instead, McGregor feels that an approach located in the middle would be the most effective implementation of Theory X.<ref name=":02" />

Because managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow. Theory X can benefit a work place that utilizes an assembly line or manual labor. Using this theory in these types of work conditions allows employees to specialize in particular work areas which in turn allows the company to mass-produce a higher quantity and [[product quality|quality of work]].